Professor Stefan Thomke discusses how past experience and intuition can be misleading when attempting to launch an innovative new product, service, business model, or process. Instead, Booking.com and other innovative firms embrace a culture where testing, experimentation, and even failure are tried and true.
Open for comment; 0 Comment(s) posted.

In the wake of the 9/11 attacks, the FBI was ordered to reorganize itself from a law enforcement agency to a national security organization. The transformation and the lessons it imparts are documented in a study by Ranjay Gulati, Ryan L. Raffaelli, and Jan W. Rivkin.
Open for comment; Comment(s) posted.

Both the design and identity of the FBI changed greatly in the wake of the September 11, 2001 terrorist attacks. This study tracing the co-evolution of the Bureau’s organizational design and identity before the 9/11 attacks and through three subsequent phases finds that successful changes to organizational identity are likely to be delayed after a radical external shock: Management is likely to be constrained, appropriate design is probably unclear, or both.

Employees not connected directly to profit and loss can suffer from a collective "I-am-not-strategic" identity crisis. Professor Ranjay Gulati suggests that business managers allow so-called support function employees to become catalysts for change.
Open for comment; 29 Comment(s) posted.

Ranjay Gulati, an expert on leadership, strategy, and organizational issues in firms, describes how companies can evolve through four levels to become more customer-centric. Plus: Book excerpt from Reorganize for Resilience: Putting Customers at the Center of Your Business.
Open for comment; 0 Comment(s) posted.